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Six Sigma Green Belt > Six Sigma Org and Goals > Flashcards

Six Sigma Org and Goals Flashcards

1
Q

Rolled Throughput Yield

A
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2
Q

Standard Deviation

A
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3
Q

2 types of FMEA

A

Design and Process

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4
Q

Risk Priority Number (RPN)

A

Severity score x occurrence score x detection score

higher RPN = highest risk area

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5
Q

5S

A

Sort, straighten, sweep, standardize, sustain

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6
Q

Kaizen

A
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7
Q

Just in Time

A
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8
Q

3 Levels of Mistake Proofing

A

Prevention, Facilitation, Detection

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9
Q

What is included in a control plan?

A
  1. Control subjects
  2. Desired target / specification
  3. how the performance is measured or made known
  4. action triggers
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10
Q

In which type of process map can you see the rework loops, delays, bottlenecks, and work-arounds?

A

Detailed Process Map

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11
Q

8 Types of Waste (TIM WOODS)

A

Transport
Inventory
Motion
Waiting
Overprocessing
Overproduction
Defects
Skills underutilized

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12
Q

Quality at the source includes

A

Quality by design
Quality by self-check and verification
Quality by process monitoring and control

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13
Q

Crosby’s four absolutes

A
  1. The definition of quality is ocnformance to requirements
  2. The system of quality is prevenion
  3. the performance standard is zero defects
  4. the measurement of quality is the price of nonconformance (do it right the first time)
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14
Q

Edwards D Deming

A

founder of Six sigma methodology

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15
Q

Juran’s Trilogy

A

Quality Planning
Quality Control
Quality Improvement

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16
Q

kaoru ishikawa

A

Fishbone Diagram
5 Whys

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17
Q

Walter Shewart

A

Assignable and chance causes
statistical process control
PDCA (Plan, do, check, act)

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18
Q

Geichi Taguchi

A

Father of quality engineering
loss function
Robust Design

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19
Q

Feigenbaum’s Total Quality Control

A
  1. total control of quality AND control of total quality
  2. Apply quality to all stages from design and deslivery
  3. share quality responsibilities among functions
  4. quality is not only the manufacture of a product
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20
Q

Shanin

A

Statistical Engineering
Red X

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21
Q

What is a process

A

Exist to accomplish work and tasks
All processes transform inputs into outputs
Both connected and interdependent

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22
Q

Dominant Cause

A

a small variation causes an unusually large variation in the output

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23
Q

Stamatis

A

FMEA

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24
Q

Define Phase

A

Project goals are set and boundaries established. These align with the org’s business goals, customer needs, and process that requires improvement

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25
Q

Measure Phase

A

Pinpoint the location or source of problems by building a factual understanding of the existing conditions
Establish baseline capability level

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26
Q

Analyze Phase

A

Produce baseline performance
Pinpoint source of the problem
develop theories of root cause, confirm w/ data

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27
Q

Improve

A

Develop and implement targeted solutions
Demonstrate positive change

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28
Q

Control

A

ensures the problem stays fixed

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29
Q

Cost Benefit Analysis and Cost of Poor Quality

A

Internal Failures (Scrap, rework)
External Failures (warranty, returns)
Appraisal and prevention (costs to achieve quality, audits, inspections)

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30
Q

Any cost thought to be excessive is

A

A cost of quality

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31
Q

Largest COPQ occurs

A

after the product has shipped

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32
Q

What 3 elements make up Standard Work

A

Takt time
Working sequence
Standard in-process stock

Standard work is the lean tool for determining the most efficient combinations of operations

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32
Q

Scatter diagram

A

To show whether multiple devices are contributing to special cause variation

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32
Q

Visual workplace

A

A work environment that is self-ordering, self-explaining, self-regulating, and self-improving

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33
Q

14 Principles

A

Long term philosophy
continuous flow
pull
leveling
culture of quality
standardization
visual controls
proven technology
grow leaders
develop people
respect suppliers
go and see
consensus
learning organization

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34
Q

Heijunka is known as

A

work leveling

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35
Q

Hoshin Kanri is known as

A

Policy department

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36
Q

Jidoka is known as

A

Autonimation

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37
Q

2 Ideas of Theory of Constraints

A

Constraint Management
Production Pacing

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38
Q

Steps in Constraint Management

A

Identify
Exploit
subordinate
elevate
repeat

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39
Q

SMED

A
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40
Q

Total Productive Maintenante (TPM)

A

Eliminate unplanned downtime in the scheduling of preventative maintenance

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41
Q

A3

A

Tells a story on a single sheet. Based on PDCA, good for small non-complex problems

42
Q

Overall Equipment Effectiveness (OEE)

A

Availability, Performance, Quality
Availability is hours of operations minus planned downtime
Performance is actual operating time
Quality represents the percentage of good units produced

43
Q

OEE calculation

A

Availability x Performance x quality
A: Actual operating time / planned available time
P: Actual performance time / actual operating time
Q = total units - rejects / total units

44
Q

Standard Work includes

A

Standard Time, inventory, and sequence

45
Q

Takt Time

A

Matches production to demand
Available minutes / Customer demand = X min per unit

46
Q

Hoshin Planning

A

Company develops up to 4 vision statements to where the company should be in 5 years

47
Q

8 Ps of Lean Thinking

A

Purpose
process
people
pull
prevention
partnering
planet
perfection

48
Q

Value added is defined as

A

the customer recognizes value
it transforms the product
it is done right the first time

49
Q

andon

A

vsual feedback system (traffic lights)

50
Q

A3

A

give management a quick overview of key topics and issues on one paper

51
Q

Gemba

A

management walkaround

52
Q

heijunka

A

production scheduling purposely producesin much smaller batches by sequencing product within the same process. leads to reduced lead times

53
Q

hoshin kanri

A

policy deployment:
Company (strategy)
middle management (tactics)
operations floor (action)

54
Q

Jidoka

A

autonimation

55
Q

Kanban

A

kanban cards are a visual indicator the quantity needs to be replenished once the min level is reached

56
Q

OEE

A

overall equipment effctiveness
AxPxQ

57
Q

Poka Yoke

A

Mistake proofing through prevention

58
Q

Single Minute Exchange of Dies (SMED)

A

Rapid changeover that should take less than 10 minutes

59
Q

Standard Work

A

interaction between man and machine in producing a part. 3 components:
standard time
standard inventory
standard sequence

60
Q

KPI

A

Key process indicator - quantifiable measurement, which is agreed to beforehand, that reflects the critical success factors of a department

61
Q

Takt Time

A

purpose is to match production with customer demand.

62
Q

theory of constraints

A

focuses on the weakest link. 5 steps:
identify
exploit
subordinate
elevate
repeat

63
Q

Drum-buffer-rope

A

to avoid long lead times and WWIP, all system processes shld be slowed down to the speed of the slowest process

64
Q

TPM

A

total productive maintenance. equipment must be reliable, preventative maintenance

65
Q

Waste (Muda)

A

overproduction
motion
waiting
inventory
transportation
defects
overprocessing
skills unused
——-
perfection
employee demotivation

66
Q

Spaghetti diagrams

A

graphic tool used to show the flow or path that people, products or paperwork take during a normal operation

67
Q

value stream map

A

series of activities an org performs, such as order,d esign, produce, and deliver products and services

68
Q

3 components of value stream

A
  1. flow of materials from receipt of supplier to delivery of finished goods/services to customers
  2. transformation of raw materials into finished goods or inputs into oututs.
  3. flow of information required to support the flow of material and transformation of goods and services
69
Q

value stream map is also known as

A

value chain diagram

70
Q

Design for Six Sigma

A

customer driven to deliver faster, higher quality consumables

71
Q

only about ____ of new products launched in all industries are successful

A

60%

72
Q

DFSS vs Six Sigma

A

DFSS is more proactive than reactive, applies to new consumables, focuses on marketing, R&D, and design.
Starts earlier to develop the process
predicts design quality up front

73
Q

DFSS methodology: IDOV

A

Identify - VOC, QFD, FEMA, Benchmarking
Design - CTQ, identify functional rqmts, develop alternatives, evaluate and select
Optimize - process cape info, stat tolerance, robust design, and verious SS tools
Validate - test and confirm

74
Q

two common DFSS methodologies

A

IDOV and DMADV

75
Q

DMADV

A

Define proj goals
Measure and determine customer needs and specs
Analyze the process options to mee customer needs
Design the process details
Verfy and validate the design performance

76
Q

DMADV design imperatives

A

Manufacturing
maintainability
environment
robust
usability
scalability
safety

77
Q

MTTF (mean time to failure)

A
78
Q

MTBF (Mean time between failures)

A
79
Q

Failure Modes and Effects Analysis (FMEA) enables us to assess the ____ associated with defects

A

risk

80
Q

Design Failure modes and effects analysis (DFMEA)

A

examines all the ways failure can occur by effect and seriousness

81
Q

FMEA formula for RPN

A

“SOD”
Severity x occurence x detection = RPN

82
Q

The applications for DFSS include

A

Manufactoring
supporting processes
design

83
Q

DFSS reduces the number of design changes, which helps to reduce _____

A

number of prototypes during the design stage

84
Q

Project selection teams include

A

MBB
BB
Champions
executive supporters

85
Q

The project selection team will….

A

select projects based on a set of metrics that have been translated into financial terms.

86
Q

Types of projects

A

Waste reduction - Lean
Data Analysis - Six Sigma
New Products - DFSS

87
Q

Project selection

A

Aimed at advancing the company goals
Performance and health
SWOT analysis
Benchmarking
A3 Planning sheet

88
Q

Processes are both…

A

connected and interdependent

89
Q

Implications of process thinking

A
  1. you are affected by the
  2. work of others
    your work affects others
  3. small improvements make a difference
  4. process improvement demands communication and teamwork
90
Q

Deming suggested a more elaborate definition of a process begining with ___ through ___

A

consumer, design

91
Q

Benchmarking

A

Used to identify and compare best practices. Looks at industries outside your competitive scope

92
Q

4 Benchmarking types

A

Process
Performance
project
strategic

93
Q

What is the key difference of a SIPOC vs process maps

A

SIPOC shows the interrelationship between customer and supplier in each interaction

94
Q

Benefits of a SIPOC

A

Sets boundaries
establishes inputs/outputs
pinpoints customers and suppleirs of a process

95
Q

Delighters, Dissatisfiers, satisfiers

A
96
Q

Critical to satisfaction metrics

A

The prime objective of a six sigma project.
use affinity diagrams and tree diagrams are helpful.
CTQs = the Y
Process characteristics = X

97
Q

Quality Function Deployment (QFD)

A

a means to convert customer requirements into mulitple levels of internal requirements.
house of quality

98
Q

in a QFD, a competative analysis is used to

A

locate and define gaps

99
Q

The 4 categories for correlations on technical requirements are

A

strong positive
positive
negative
strong negative

100
Q

Problem statement

A

An unwelcomed situation that needs to be dealt with and overcome

101
Q

Purpose

A

identify the goal or end result

102
Q

Benefits

A

Goal or direction to resolve the problem

103
Q

Scope

A

limitation/boundary

104
Q

Results

A

what, who, when, where, how many, how much. Achieving results is a signal that the project is completed

105
Q
A

Six Sigma Green Belt (2 decks)

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